tailieunhanh - Lecture Strategic Management: Lesson 2 - Core concepts and analytical tools

Lesson 2 – Core concepts and analytical tools has outline . Evaluating a company’s externa environment, . Evaluating a company’s resources, cost position and competitiveness. | Lesson 2 – CORE CONCEPTS AND ANALYTICAL TOOLS Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 1 LESSON 2 - OUTLINE . Evaluating a company’s external environment . Evaluating a company’s resources, cost position and competitiveness © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. 2–2 LO1 Gain command of the basic concepts and analytical tools widely used to diagnose a company’s industry and competitive conditions. LO2 Become adept at recognizing the factors that cause competition in an industry to be fierce, more or less normal, or relatively weak. LO3 Learn how to determine whether an industry’s outlook presents a company with sufficiently attractive opportunities for growth and profitability. LO4 Learn how to assess how well a company’s current strategy is working. LO5 Grasp how and why activities performed internally by a company and those performed externally by its suppliers and forward channel allies determine a . | Lesson 2 – CORE CONCEPTS AND ANALYTICAL TOOLS Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 1 LESSON 2 - OUTLINE . Evaluating a company’s external environment . Evaluating a company’s resources, cost position and competitiveness © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. 2–2 LO1 Gain command of the basic concepts and analytical tools widely used to diagnose a company’s industry and competitive conditions. LO2 Become adept at recognizing the factors that cause competition in an industry to be fierce, more or less normal, or relatively weak. LO3 Learn how to determine whether an industry’s outlook presents a company with sufficiently attractive opportunities for growth and profitability. LO4 Learn how to assess how well a company’s current strategy is working. LO5 Grasp how and why activities performed internally by a company and those performed externally by its suppliers and forward channel allies determine a company’s cost structure and the value it provides to customers. LO6 Learn how to evaluate a company’s competitive strength relative to key rivals. LO7 Understand how a comprehensive evaluation of a company’s external and internal situations can assist managers in making critical decisions about their next strategic moves . EVALUATING A COMPANY’S EXTERNAL ENVIRONMENT Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 5 . The strategically relevant components of a company’s macro-environment Two facets of the company’s situation The industry and competitive environments in which the company operates—its external environment The company’s resources and organizational capabilities—its internal environment Resource strengths and weaknesses Cost position Culture and the strength of its leadership FIGURE The Components of a Company’s Macro-Environment . Assessing the Company’s Industry and Competitive Environment Do the dominant .